Tempus by michael.boumaroun

TEMPUS E x p e r i m e n ta l

R e tai l

michael c. bou-maroun

Michael C. Bou-Maroun Fall 2018

Final Project M.A. Design Management

ACKNOWLEDGMENTS To all of my professors - thank you for constantly challenging and pushing me. You have taught me more than I can begin to express. You have inspired me and helped me reach my fullest potential, and for that, I will be eternally grateful. From theory to practice, to innovation and creativity, communication and confidence, you have led by example and will continue to do so.

WHAT IS

DMGT? Design Management is a methodology that is the intersection of intuitive and rational thinking, which leads to comprehensive, human-centered, and innovative insights. Design Management and itâ&#x20AC;&#x2122;s theoretical methods combine design, psychology, and practicality. The practice of Design Management has the power to thrive through research in order to understand complex human design problems. It has the ability to see problems through a lens that keeps designers and innovators aware of the specific needs of the users. In such, it requires an equal balance of diligent data collection and the embrace of ambiguity in order to explore any and all possibilities. Those who practice design management have both a great gift of power, but also a seemingly insurmountable amount of responsibility. With the position to design the world around them, design managers must be a strong advocate for human-centered innovation, ensuring that the future of design and technology mesh seamlessly with human behavior and add meaningful value to a constantly changing world. 5

CONT PROJECT FRAMING Page 8

RESEARCH Page 20

SYNTHESIS & INSIGHTS Page 52

PERSON & PERSONA Page 62

TENTS OPPORTUNITIES Page 68

DESIGN CRITERIA Page 72

CONCEPTS Page 78

PROJECT POSITIONING Page 86

ANNOTATED BIBLIOGRAPHY AND APPENDIX Page 110

PROJECT FRAMING

SUBJECT OF STUDY TARGET AUDIENCE PROBLEM STATEMENT OPPORTUNITY STATEMENT PURPOSE OF STUDY SCOPE OF STUDY THEORY MODELS 9

SUBJECT OF STUDY

By delivering unique immersive and co-created experiences for consumers, traditional affordable luxury fashion retail environments can retain a foothold against the rapidly growing e-commerce market.

TARGET AUDIENCE

Day to Day Consumer The day to day consumer of the affordable luxury retail market, in such that their expectations and experiences will be affected through the implementation of any solution.

Environmental Design Stakeholders The target audience for this project are the environmental design stakeholders of brick and mortar retail establishments in affordable luxury fashion, who must be able to evolve with the constant changing market of retail, influenced by the integration of e-commerce.

All Employees All employees at these companies, be that managers, associates, or representatives whose work is affected but the study and itâ&#x20AC;&#x2122;s outcomes, are also a target audience.

PROBLEM STATEMENT

With the rapid advancement of technology and a fast paced life, traditional environments within the affordable luxury fashion industry have seen a decline in consumer retention within their brick and mortar establishments, and have come to a crossroads in deciding how to reposition their brands within the market (Capacity 2017).

2017 saw a new record for brick and mortar store closings as well as businesses filing for bankruptcy and stocks hitting a new multi-year low. With powerhouses like Amazon, â&#x20AC;&#x153;e-commerce not only moves individual sales on-line, but it also builds new shopping habitsâ&#x20AC;? (Thompson 2017). Gone are the days of return consulting on large purchases, leading to other smaller purchases. Consumers have the world at their fingertips to get as much information as they need in order to assist in their purchase decisions. Convenience reigns over commitment. In the past, fashion retailers ignored the importance of the aesthetic shopping experience (Schlosser 1998). They relied heavily on the products they carried and the power of their name to support their bottom line. However, with the growth of a new market and consumers, stores face the issue of cultivating their products correctly and catering to a new market. More and more, consumers are driven by experiences that will provide memorable and impactful social media content. They seek an experience that will one-up their followers, or their friends. From the moment they step into the store, to the dressing room, to their exit, consumers are instantly sharing their experiences. For a while, retailers within the fashion industry relied on discounted promotional techniques to draw consumers, but have realized these tactics have become inadequate (Schlosser 1998). Not only must they think about the price, quality, and quantity of their products, but the environment in which they provide for their consumers. Consumersâ&#x20AC;&#x2122; mood states can influence their response to marketing stimuli (Swinyard 1993), ultimately affecting their desire to purchase. A bad experience can lead to no purchase or worse, the loss of a customer.

OPPORTUNITY STATEMENT

Through immersive experiences within brick and mortar establishments, there is an opportunity to assist affordable luxury fashion retailers in retaining a foothold against e-commerce. Throughout the Design Management program, I have learned and developed to critically think and argue about the issues that our society faces. This study seeks to not only dive into the fashion industry, but also critically challenge past theories and arguments in order to strengthen the outcome of this project, by explore a more in depth way of providing experiences for individuals within their day to day shopping excursions. To have an escape from reality, even for a moment, is something that many look for and use to recharge and reinvigorate their day. Retail is not dying. Brick and mortar is not dead. But it does need to evolve. As anything in life, it must change and grow and flow with society. Our needs 100 years ago, 50 years ago, even simply 10 years ago are not the same as today. We expect much more from our experiences. We purchase products for more than just the product. We want the experience - be that within the purchase process or even post-purchase. With current movements that provide consumers with such experiences (such as WholeFoods providing highly organized and dramatized environments (Anteblian, Filsner, & Roederer 2013), this study will dive into each and come out with a solution, specifically for the affordable luxury fashion retail market. It looks at the needs, pain points, motivations, and satisfactions of human experience all related to the every day capitalistic environment. 14

PURPOSE OF STUDY

The focus of this study is to discover and understand how Design Management Methods can help to not only assist in delivering an immersive retail experience within the affordable luxury fashion market, but also its potential impact on the day to day consumers. With the development and advancement of technology, specifically the rise in e-commerce, it is important to understand not only the implications of such change, but also the opportunities it presents to integrate technology within a physical environment to enhance the consumer experience. 15

SCOPE OF STUDY

CONTEXT

CONTENT

As technology advances at an ever-growing rate, our society has, for the most part, changed with it. There are few industries and establishments that have suffered the negative effects. As e-commerce grows stronger, brick and mortar stores are struggling to keep up, setting all time records for closings and bankruptcy. Those that have survived, specifically within the affordable luxury fashion industry, rely mostly upon loyal patronage and have used marketing tactics to keep their consumers returning to their stores. But how can the traditional methods and establishments of retail continuously engage and attract new consumers while maintaining the integrity of their brand?

Using Design Management and Design Management methods, this study aims to understand the impact of technology within the affordable luxury fashion retail environment and how technology can be leveraged and utilized to continue to increase consumer interest and engagement. By first understanding design management and its methods, this study aims to apply that knowledge to dig into the affordable luxury fashion industry as well as research on immersive experiences and how human behavior is influenced by environments. Through a full understanding of how experiences affect consumers within a physical space, insights can provide ways to fully integrate technology within a retail environment, to deliver an immersive and memorable experience. 16

SUBJECT

LOCATION

The subject of this study as been established as understanding how traditional brick and mortar environments, specifically within the affordable luxury fashion retail industry, can retain a foothold against e-commerce through integrating technology to deliver a unique and immersive shopping experience. The study aims to define and use design management and its methods to understand the limitations and opportunities of affordable luxury fashion and its physical environments.

While contextual research will take place in a variety of cities, it will be rooted in Savannah, GA. With the ability to connect with a multitude of people and professionals across the globe, research will be conduced through a combination of digital and non-digital platforms, reaching people in Los Angeles, Chicago, New York, Washington DC, and beyond. Secondary research has been conducted through scholarly articles and journals, and primary research will be completed through a combination of interviews, contextual methods, cultural probes, and ethnography. This study will take place over the summer months of 2018 and continue through the 10-week Fall Quarter at Savannah College of Art and Design. 17

THEORY MODELS

Research is grounded in theory. Through applied research, each category receives it own theory. Each theory is then processed and tested through primary and secondary research under the lens of Design Management with a particular intention to discover something deeper. Once each theory is applied to the project, overarching themes begin to form from the data points collected, summarizing the most important aspects of the data. From there, relationships between the three are discovered and clusters begin to show the cross links between the three topics. It is these clusters that provide key insights that lead to opportunities for design criteria, theoretical re-frames, and eventually a physical representation of possible innovation, focused on empathy, understanding, and forward movement.

DESIGN MANAGEMENT THEORY

AFFORDABLE LUXURY FASHION THEORY

The desire to affect the mood states and shopping habits of consumers can be addressed through two theories studied in DMGT. The Actor-Network Theory and Roger’s Diffusion of Innovation.

The theory makes a distinction between the various levels of luxury. It allows for individuals to feel as if they are obtaining something special without the price point of a premium luxury commodity.

CONSUMER EXPERIENCE THEORY

Consumers, particularly younger generations, want more than just a simple shopping experience. More money is being spent on experiences and by addressing consumers’ mood states during their shopping experience, companies can ultimately see an ROI.

RESEARCH PROCESS

RESEARCH METHODOLOGY

RESEARCH ACTIVITIES

RESEARCH SPACE

THE QUESTION

RESEARCH MATRIX

PROTOCOLS

TIMELINE

RESEARCH METHODOLOGY

This study will utilize research methods. It will center around many of the methods presented in the text by Kumar, V. (2013) 101 Design Methods, Hoboken, NJ: John Wiley & Sons, Inc. The texts provides a full description of the â&#x20AC;&#x153;design innovation processâ&#x20AC;? model, serving as a basic guide to designing a research plan, connecting data to be then synthesized, and onto a solution. While both quantitative and qualitative research methodologies will used, the emphasis will be on qualitative which will provide deeper insights on the topic and ultimately will lead to a more comprehensive and in depth solution.

RESEARCH QUESTION

How might we use Design Management methods to deliver immersive retail experiences within the affordable luxury fashion industry?

RESEARCH MATRIX

How might we use Design Management methods to deliver immersive retail experiences within the affordable luxury fashion industry?

1 a b c

How might we define DMGT and DMGT Methods?

What do I need to know?

What is the expected impact of using DMGT and DMGT methods?

What type of data is this?

Where can I find this data?

What type of data collection methods?

Who do I contact for this data?

When do I need this data?

What will I be learning from this data?

What might I be missing or get wrong?

the scholarly definition of DMGT and DMGT methods and how they are applied and utilized

to understand the constraints and opportunities of DMGT and DMGT methods

Secondary/ Qualitative. Literature that describes the concept of DMGT, its applications, and best processes

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.)

Secondary. Literature review, desk research

DMGT Professors, SCAD librarians, authors who have written on the subject

Spring Quarter/ Summer Quarter/ Fall Quarter

how to properly define and utilize DMGT and DMGT methods in order to support my proposal.

a specific or important definition of DMGT. Not researching enough.

the applications of DMGT and how they affect the design process

to understand the various facets of DMGT, such as business strategy, creative facilitation, design thinking, and human centered research

Secondary/ Qualitative. Literature that describes the utilization of DMGT Primary Research, an understanding of how DMGT is utilized

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Research, Social Networks and Connections

Secondary. Literature review, desk research Primary Expert interviews and observations

DMGT Professors, SCAD librarian, design professionals

Spring Quarter/ Summer Quarter/ Fall Quarter

the current applications of DMGT and understanding the implications of DMGT as a process

by missing specific information relative to my topic and going beyond the scope of my project

the application of design thinking and the process of understanding human centered design

to understand the implications and benefits of design thinking within the design process

Secondary/ Qualitative. Literature that describes the integration of DT within DMGT Primary Research, an immersive understanding of DT

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Research, Connections, descriptions of how DT is utilized

Secondary. Literature review, desk research Primary Expert interviews and observations

DMGT Professors, SCAD librarian, design professionals

Spring Quarter/ Summer Quarter/ Fall Quarter

an understanding of how DT is utilized within DMGT and how it can apply to my topic

an important application done by a significant professional or miss a cross reference

how DMGT and DMGT methods affect the final outcome of the R&D process

to best utilize the aspects of DMGT that apply to my topic

Secondary/ Qualitative. Literature that describes the outcomes and impact of DMGT and DMGT methods Primary Research, an immersive understanding of the DMGT process within R&D

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Research, Connections, descriptions of the R&D process connected to DMGT

Secondary. Literature review, desk research Primary Expert interviews and observations, cultural probe

DMGT Professors, SCAD librarian, design professionals

Spring Quarter/ Summer Quarter/ Fall Quarter

the best practices to yield an innovative and comprehensive solution

How is DMGT used?

How is design thinking utilized within DMGT?

Why do I need to know this?

overlooking or not weighing any negative aspects of DMGT and its methods enough

How might we use Design Management methods to deliver immersive retail experiences within the affordable luxury fashion industry?

2 a b c

How might we define the affordable luxury fashion industry?

What do I need to know?

Why do I need to know this?

Where can I find this data?

What type of data collection methods?

Who do I contact for this data?

When do I need this data?

What will I be learning from this data?

What might I be missing or get wrong?

the definition of the specific range of luxury goods within the fashion industry

to understand the constraints and opportunities within the specific market and keep my research on track

Secondary/ Qualitative. Literature that describes range and experience of the affordable luxury fashion industry

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.)

Secondary. Literature review, desk research, Key Facts, Buzz Reports

DMGT Professors, SCAD librarians, authors who have written on the subject

Spring Quarter/ Summer Quarter/ Fall Quarter

the specific scope of my topic in relation to the limits of my industry of study

a specific or a different interpretation or definition of the limits of the affordable luxury fashion industry

the specific monetary range within the industry as well as what the expectations of their consumers are

to be able to create a solution within the limits of the specific industry as well as an understanding of the target consumer

Secondary/ Qualitative. Literature that details the limitations and opportunities within the industry Primary Research in depth understanding of the industry

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Research, Social Networks and Connections

Secondary. Literature review, desk research Primary Expert interviews and observations

SCAD librarian, design professionals, fashion professionals, industry professionals within affordable luxury fashion

Spring Quarter/ Summer Quarter/ Fall Quarter

the mentality of the consumers within this market as well as a full understanding of how it differentiates itself among the other luxury fashion markets

misunderstanding the limitations or opportunities and creating a solution not feasible within the industry

the ideal consumer for the ALF market

to understand the mentality of the market consumer to be able to cater to them in creating a final solution

Secondary/ Qualitative. Literature describing the affordable luxury fashion consumer and their mentality Primary Research in depth understanding of the industry

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Research, Social Networks and Connections

Secondary. Literature review, desk research Primary Research interviews, observations, cultural probe, image sorting

SCAD librarian, design professionals, fashion professionals, industry professionals within affordable luxury fashion, consumers

Spring Quarter/ Summer Quarter/ Fall Quarter

the understanding of how best to cater to the consumers of the affordable luxury fashion industry

not including a particular segment of the market or overlooking a particular aspect/ stereotyping

the current technologies, practices, and brand aesthetics within the affordable luxury fashion market

to understand the present mindset of the market in terms of spacial trends as well as the brands visual representation to maintain brand integrity

Secondary/ Qualitative. Literature describing the affordable luxury fashion consumer and their mentality Primary Research in depth understanding of the industry

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Research, Social Networks and Connections

Secondary. Literature review, desk research Primary Expert interviews and observations, cultural probe, image sorting

SCAD librarian, design professionals, fashion professionals, industry professionals within affordable luxury fashion, consumers

Spring Quarter/ Summer Quarter/ Fall Quarter

What are the limitations and opportunties within the ALF industry?

Who is the target consumer within the ALF industry?

What are the current trends and experiences used within ALF?

What type of data is this?

a comprehensive understanding of the current retail practices regarding spacial design and the integration of technology

a lot of trends may feel unimportant, but could have a greater impact later on

How might we use Design Management methods to deliver immersive retail experiences within the affordable luxury fashion industry?

3 a b c d e

How might we define an immersive retail experience?

What is considered an immersive experience and where would it be best to experience?

Who is involved in creating an immersive experience?

What tools or processes are needed to create an immersive experience?

Why is it important to deliver an immersive experience?

what are the multiple touch points within an immersive experience?

What do I need to know?

Why do I need to know this?

What type of data is this?

Where can I find this data?

What type of data collection methods?

Who do I contact for this data?

When do I need this data?

What will I be learning from this data?

What might I be missing or get wrong?

a complete understanding of what and immersive experience entails within the affordable luxury fashion market

to understand the elements that define an immersive experience

Secondary/ Qualitative. Literature describing immersive experiences and UX/UI design

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.)

Secondary. Literature review, desk research , Key Facts, Buzz Reports, Popular media scans

SCAD Librarians, authors who have written on the subject

Spring Quarter/ Summer Quarter/ Fall Quarter

identifying all the aspects required to deliver an immersive experience

staying within the limitations of the industry or the opposite and not understanding the full range of possibilities

what qualifies an experience to be immersive and under what environmental conditions

to deliver a comprehensive solution, keeping in mind the necessary limitations and opportunities

Secondary/ Qualitative. Literature describing immersive experiences and UX/UI design Primary testimonials, experiences, professional descriptions

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Social Networks, Connections, References

Secondary. Literature review, desk research Primary Expert interviews and observations

SCAD librarian, UX/UI Designers, consumers

Spring Quarter/ Summer Quarter/ Fall Quarter

the ability to determine what should and should not be included when formulating a final design solution

I may assume all, or most, experiences within a retail environment require an immersive experience and all consumers desire one

the necessary individuals needed to facilitate an immersive experience

to be able to include all necessary parties and keep them in mind when formulating solutions

Secondary/ Qualitative. Literature describing immersive experiences and UX/UI design Primary testimonials, experiences, professional descriptions

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Social Networks, Connections, References

Secondary. Literature review, desk research Primary Expert interviews and observations

SCAD librarian, UX/UI Designers, consumers

Spring Quarter/ Summer Quarter/ Fall Quarter

a comprehensive list of all necessary parties/ individuals needed to create a complete and full immersive experience

missing or including certain parties vital or harmful to the solution

any technological aspect, service process, design process, or physical artifact

to utilize all resources, physical or theoretical, available to assist in creating a solution for my topic

Secondary/ Qualitative. Literature describing immersive experiences and UX/UI design Primary testimonials, experiences, professional descriptions

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Social Networks, Connections, References

Secondary. Literature review, desk research Primary Expert interviews and observations, cultural probe

SCAD librarian, UX/ UI Designers, retail experts, interior designers, architects

Spring Quarter/ Summer Quarter/ Fall Quarter

an understanding of all the tools, services, and processes available in order to deliver an immersive experience

including a tool not feasible, or missing a crucial idea/ piece of data or information

how atmosphere, physical or otherwise, affects an individuals mood and experience within an environment and how that affects a companyâ&#x20AC;&#x2122;s bottom line

to be able to cater to consumers needs and provide an enjoyable and memorable experience

Secondary/ Qualitative. Literature describing immersive experiences and UX/UI design, retail experiences, human psychology/ behavior Primary testimonials, experiences, descriptions

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Social Networks, Connections, References

Secondary. Literature review, desk research Primary Expert interviews and observations, cultural probe, image sorting

SCAD librarian, design professionals, industry professionals, consumers

Spring Quarter/ Summer Quarter/ Fall Quarter

an understanding of how consumersâ&#x20AC;&#x2122; brains work within a retail environment and how atmosphere can make all the difference in their mental state

assuming that an experience needs to be immersive

how do you promote customer retention

in order to understand the preand post- mentality of consumers

Secondary/ Qualitative. Literature describing immersive experiences and UX/UI design, retail experiences, human psychology/ behavior Primary testimonials, experiences, descriptions

Secondary Research, SCAD Library, Academic Sources (Jstor, ResearchGate, etc.) Primary Social Networks, Connections, References

Secondary. Literature review, desk research Primary Expert interviews and observations, cultural probe, image sorting

SCAD librarian, design professionals, industry professionals, consumers

Spring Quarter/ Summer Quarter/ Fall Quarter

why consumers return or not to particular retail experiences and how we might be able to maintain consumer relations. Also how each touch point is connected to the other

one or more specific touch points, or I may misunderstand the reason for particular customer retention

RESEARCH ACTIVITIES

DATA COLLECTION

DATA PROCESSING

To begin the process, secondary research comes into play. An initial approach to gathering data is and information is made through reading academic papers, news articles, specialized publications, buzz reports, and popular media scans. Once this process is completed and initial findings begin to simmer, it is then time to move into primary research. When designing the research plan, this is the moment to bring in surveys, cultural probes, and in-depth ethnographic interviews in order to bring in the most amount of data and useful insights.

Once the data has been collected, data processing tools, such as affinitization, Venn diagramming, or ERAF systems diagramming, can help begin to connect some of the dots within the ambiguous data. This stage is crucial because this is when the insights for the final solution begin to bubble up to the surface from the combination or primary and secondary research.

Buzz Reports Popular Media Scans Ethnographic Interviews Surveys Industry Diagnostics Cultural Inquiries

Venn Diagramming ERAF Systems Diagramming Insight Sorting/ Clustering 28

DATA ANALYSIS

DATA SYNTHESIS

As these insights come to the surface, it is at this point in which the user insights connect with trends and design intuition in order to begin forming narratives. At this stage, the research has spoken and is now connecting with design to begin the journey away from ambiguity and towards a solution.

This final stage is where the designer comes into play. After analyzing trends, data, and user insights, it is now the job of designers to evaluate the possibilities of solutions. The research speaks for itself, but it is just information without the ideation and testing of solutions. Through testing, iteration, and prototyping, alternatives are ruled out or built upon to create a strong and sound solution.

Customer Journey Persona Definition

Scenario Planning Concept Prototyping 29

Workshopping Service Blueprinting

RESEARCH MAP OF

SPACE

Brun & Castelli Godey Hansen & Wanke Husic & Cicic Wang, Shen, & Liu

Buchanan Kimbell Kumar Latour Oygur & Blossom Razzouk Rogers Uden & Francis Yaneva

DESIGN MANAGEMENT

AFFORDABLE LUXURY FASHION

DESIGN STRATEGY

CONSUMER EXPERIENCE

Anteblian, Filsner, & Roederer Ebster & Garaus Gardner Pantano & Maria Payton Schlosser Swinyard

GANTT CHART

SP 2018

SM 2018

WEEK 1

WEEK 2

WEEK 3

WEEK 4

PROJECT PLAN SECONDARY RESEARCH PRIMARY RESEARCH PREP PRIMARY RESEARCH ENV. ANALYSIS

WEEK 5

WEEK 6

WEEK 7

WEEK 8

WEEK 9

WEEK 10

IDEATION EXPLORATION PROTOTYPE REDEFINED EXPLORATION ASSESSMENT AND VALIDATION FINAL PROTOTYPE PROCESS BOOK PRESENTATION 33

SECONDARY RESEARCH

Through popular media scans, buzz reports, diving into scholarly articles and paper about affordable luxury fashion and the implications and effects of mood states on consumer purchase habits, an understanding has been developed in order to proceed forward in recognizing points to research further.

With the retail world constantly changing and evolving, it has become more and more about the consumer and their experiences, rather than selling a product. It is about creating a community around a brand, integrating products and services into the lifestyle of consumers. The omni channel view of retail has become outdated and needs to be replaced with a Seamless Circular view. This merges online and offline channels to place the consumer at the center and allows the consumer to drive the organization as opposed to the various channels of a brand. Digital, social, mobile, store, inventory, logistics, and training become points that circle around the consumer.

Through understanding the consumer voice within secondary research, trends begin to bubble to the surface. Utilizing tools such as clustering techniques and understanding market trends through a PESTLE analysis, movement forward towards primary research can begin.

Marketing

Content Community

Big Data Analytics

Training

Customer Central Social

Logistics

Inventory

Store Environment

P E S

- The rise of isolationism and intentional relationships declining

- Bans/regulations on imports and exports

- 2017 saw the most closings of retail stores - Revenue in the e-commerce market up to $1,785,733 in 2018

- Share of US consumers who purchased clothing online was 28% compared to 19% in store as of Oct. 2017

Through examining the current environmental landscape, underlying insights begin to bubble up about direct and indirect impacts for particular industries. Fahey and Narayanan (1986) 38

- Millennials are more interested in postable experiences than material possessions

- 3,356 million individuals actively use social media as of Jan. 2018 - Travel is booming and hotel bookings are at an all time high - Negative reviews are easier to come by

T L E

- Integration of AR, VR, and AI in brick and mortar stores - Online shopping has become the fifth most popular activity among mobile Internet activities as of the end of 2017

- Complications and contractual obstacles when it comes to collaboration, music rights, and any utilized tool within a retail space - Legality of intellectual property among artists

- Facebook, Instagram, YouTube, GQ, and Twitter fall in the Top 11 most popular social networks worldwide

- The rapid rise of sustainable lifestyles - Departure from shopping malls to smaller mom/pop boutiques

- The rise of urbanization and property value increasing rapidly

PRIMARY PROTOCOLS

INTERVIEWS SURVEY CULTURAL INQUIRY 41

INTERVIEWS Daniel Green Chair of Fashion Marketing and Management SCAD

Michael Moraine Creative Director Producer

Stephen White Owner of The Rat on Bull Design Manager, Brand Strategist

Ron Ruiz Senior Designer Pinnacle Exhibits

Austin Wood Luxury Sales Barneyâ&#x20AC;&#x2122;s New York

Peter Sharp Service Designer

Liza Battestin Design Manager Brand Strategist

Kim Povtak Visual Artist Visual Merchandiser

INTERVIEWS

Interviews are a critical form of data collection because they provide a first hand experience, with target questions based upon information gathered from secondary research. This study will utilize interviews from working professionals within the Visual Merchandising and Store Design work force. In addition, two employees from affordable luxury retail environments, as well as the VP of Marketing from a jeweler. In addition, one of the most crucial sets of interviews are the day to day consumer. It is only by understanding their emotions, moods states, and motivations can valuable insights be formed.

“Creating an experience, particularly a customized luxury experience, is what people expect. Working at Barney’s has shown me that no matter who walks into the store, they need to feel as if they are of celebrity status. It’s not an accessible store to the majority of consumers, but that shouldn’t hinder any employee from reaching out and treating them any differently, even if they are in just to browse some great fashion” - Austin Wood

“72% of consumers turn right when the enter a store” - Stephen White

“Fashion brands, and any brand for that matter, are striving to create a deeper sense of community. They are not loading their stores with product, they are not focused on maximizing sales and inventory. They want to create a feeling of comfort, of familiarity, of home” - Daniel Green

“There is a fad right now about creating an ‘Instagrammable moment’, and the underlying idea is more than a fad, its an idea about sharing and posting about experiences.” - Ron Ruiz

“Brands are moving to creating a more holistic approach to their brands, making sure they are integrating themselves into consumers’ day to day lives” - Michael Moraine

“The design of a store is less about the layout, and more of understanding product placement. You want to have a variety of zones, with visual interest in each, making the consumer more inclined to move through the space and explore” - Stephen White 45

SURVEY

Resuls in appendix.

1. Select Your Gender 2. Select Your Age 3. When was the last time you shopped for clothing? In the last week? In the last two weeks? In the last month? In the last two months? More? 4. Do you prefer shopping online or in store? Please explain. 5. List two benefits of shopping online. 6. List two benefits of shopping in store. 7. How many brands do you receive emails from? 8. Do you utilize digital coupons in store? 9. Do you shop online before going to a store? 10. Are you loyal to any particular brand? Please explain. 11. What is your deciding factor to enter a particular store? 12. Does the layout of a store influence your experience? 13. Have you had a negative experience due to a store’s layout? If “Yes”, please explain.

14. A store’s environment greatly affects your mood... Strongly Agree Agree Neutral Disagree Strongly Disagree 15. Your mood dictates your desire to purchase something... Strongly Agree Agree Neutral Disagree Strongly Disagree 16. Have you participated in a co-created shopping experience? If “Yes”, please explain. 17. Do you utilize associates within a store to assist you? 18. Have you used augmented reality, virtual reality, or artificial intelligence tech during a shopping experience? 19. What is your opinion on the integration of augmented reality, virtual reality, or artificial intelligence tech during a shopping experience? 20. Please tell a quick story of your best or worst shopping experience. 21. Do you follow up with sore surveys or targeted emails? 22. Do you return items frequently? 47

CULTURAL Through the use of a cultural inquiry, I was able to engage the Savannah community in understanding what they desire in an experiential retail environment. The inquiry was positioned at The Rat on Bull, a local menâ&#x20AC;&#x2122;s boutique specializing in immersive retail experiences and marketing.

INQUIRY In addition, I was able to reach a larger audience by utilizing Instagram. This not only helped me collect data on consumers preferred experiences within a retail setting, but also provided and insight into how consumers utilize social media and how integrated it is in their lifestyle, thus leading to some insights about the digital presence of brands and businesses.

DESIGN MANAGEMENT APPLICATION Latour’s Actor-Network Theory Latour’s Actor-Network theory discusses the agency and influence of a retail setting upon mood states and purchase habits of consumers. Through exploring immersive and co-created experiences, businesses seek to affect mood states of consumers, provide a unique shopping experience, and ultimately increase their customer base and customer retention.

[TRANSLATION] interruption Goal 1

Agent 1

Goal 3 Agent 2

Agent 1 + Agent 2

Goal 2

[COMPOSITION] e-commerce

Retail Setting Design Strategy

Customer Retention convenience factors

Psychology of Shopping

Understanding of mood states

Experiential Shopping

Unique, Co-Created Shopping [REVERSE BLACKBOXING]

A - Retail Setting Design Strategy B - Psychology of shopping

A B

C - Customer Retention

B [DELEGATION]

B A

C [TRANSLATION]

interruption Goal 1

Agent 1

ABC

Goal 3 Agent 2

Customer Retention through experiential shopping

Agent 1 + Agent 2

Goal 2

By using Latourâ&#x20AC;&#x2122;s technical mediation, we can take immersive and co-created experiences through an analytical network to understand the agency and influence of a physical retail space. 51

SYNTHESIS & INSIGHTS

Through a combination of clustering techniques, analyzing interviews, and data mapping, I was able to boil down the raw data and develop insights into the human experience when shopping. From here, I was then able to utilize the insights when creating archetypes and developing my design criteria for the final solutions. The following are the insights developed

#1 DONâ&#x20AC;&#x2122;T KILL MY BUZZ Understanding the mood states and their subsequent consequences provides businesses and retailers a deeper understanding of how specific tactics and strategies are affecting their consumers. Consumer behavior is affected by the positive or negative experience we have during an encounter, be that from the physical surroundings of a store, the interaction of service individuals, or advertisements and marketing materials provided to consumers after their experience. It presents an opportunity to analyze physical settings, service touch-points, and any additional encounter with consumers. We must make sure that even from thought inception of leaving their house or apartment to go into a store, the experience is positive.

#2 LET ME TAKE A SELFIE Facebook. Instagram. Twitter. Snapchat. Everything we provide consumers in todayâ&#x20AC;&#x2122;s world must be able to fit into any form of social or digital media. Millennials and younger generations are driven by the experiences that will make the best social media content - from a sunset beach pic or a well-lit plate of avocado toast. Individuals are sharing and posting more and more. More and more, people are choosing to spend their money on things that will provide them with a memorable experience - a shift away from materialism and into experientialism.

#3 EYE LINGO People are astutely in tune with visual cues in their day to day lives. They not only notice minute details, but allow certain designed aspects to guide them through their daily lives - a horizontal bar on a door versus a vertical one dictates whether to push or pull. Consumers want not only breathtaking and interesting visuals within retail environment, but they also want them to feel somewhat recognizable and comfortable, while also narrating the brandâ&#x20AC;&#x2122;s identity and guiding them around the store. A simple wish list, no?

#4 TWO PEAS IN A POD Technology has provided our world with access to opportunities and advancements that could never have been thought of 100 years ago. It connects individuals and businesses and retailers who are thousands of miles away. Brands have the ability to connect and engage with their consumers, even before setting foot into a physical store. Directly addressing this study, with the success of ventures such as Net-A-Porter, it has shown that more and more luxury consumers are willing to buy products online at an undiscounted rate. The digital presence of a brand is crucial to their success. Brands must utilize technology and establish a prominent digital footprint to compliment their brick and mortar spaces.

SENSE MAKING Mood is most often directly affected by consumersâ&#x20AC;&#x2122; experiences within a store. Consumers are moving towards less materialism and more experiential encounters that make them feel good and provide a sense of wellness. A space must be inviting and invigorating, while not overwhelming for consumers. Brands must utilize a smart digital media strategy to connect and engage with consumers.

& RSO

N O & S P R E E

P E R S ON

R S

PER 62

SO N A

PAIN POINTS NEEDS SATISFACTIONS MOTIVATIONS

In Design Management empathy is key. It allows for researchers to step into the shoes of the targeted audience. By understanding the pain points, needs, motivations, and satisfactions, the data collected begins to point in the direction of an ultimate solution.

EMPATHY CANVAS MAP SHOPPERS

WHO are we empathizing with? - Day to day shoppers - Consumers - Fashion Lovers

What do they need to DO? - Shop in store vs. Online - Purchase habits change

What do they SEE? What do they HEAR? - Other peopleâ&#x20AC;&#x2122;s experiences - Positive and negative reviews - Online is more convenient - Post to digital media

PAINS

GAINS

- Complicated - Easy - Poor Interaction - Convenient -Messy stores - Fun Experience - Postable - Luxe Experience

- Digital shopping - Alternative options - Tech - Poor customer service

What do they SAY?

- Sales associates can be rude - I want something to remember

- I hate trying on clothes - I hate disorganized stores

What do they DO? - Post about experiences - Shop online for convenience adapted from Osterwalderâ&#x20AC;&#x2122;s Empathy Map

- Incorporate tech into daily lives - Utilize opinions and references of others 64

WHO are we empathizing with?

What do they need to DO?

- Fashion brands - Brick and mortar stores - Retail businesses

- Retain customers - Foothold against e-commerce - Provide experiences

What do they SEE?

What do they HEAR? - Online is easier - Associates werenâ&#x20AC;&#x2122;t helpful - Technology has helped in some situations

PAINS - No ROI - Not on brand - Wrong mood

- E-commerce - Loss of consumers - Malls closing - Tech integration - Change of purchase habits

GAINS - ROI - Grow business - Be leader

What do they SAY?

- We are struggling to stay open - We are losing customers to e-commerce - We want to provide customers with special experiences

What do they DO? - Integrating technology - Market research to adapt to change - Using omni-channel, not seamless circular

EMPATHY CANVAS MAP RETAILERS

Using empathy can be the first step into storytelling - to creating and understanding the deeper motivations and desires of consumers. It allows the researcher to access the underlying meanings of the data presented. 65

THEORY RE FRAME

RE FRAME 1

Though the plausibility of “affordable luxury” is under debate, it allows us to understand that specific commodities can affect our overall mood and view of ourselves. Luxury can be relative to each person this re-frame recognizes how luxury can be diffused through various classes.

RE FRAME 2

Luxury is not just an item, it can be an experience, a small encounter, or a brief moment in which consumers are treated in a special way. It allows them to feel a unique and personalized moment that they want to share with others.

RE FRAME 3

By understanding that experience is what drives consumers, and Latour’s Actor-Network theory towards that idea, we begin to see that ultimately we must change the way in which we target consumers in their day to day lives. 66

RF1 AFFORDABLE LUXURY FASHION THEORY

DESIGN MANAGEMENT THEORY

RF3

RF2

CONSUMER EXPERIENCE THEORY

OPPORTUNITIES

I. There is an opportunity to integrate a brandâ&#x20AC;&#x2122;s digital presence by providing postable and shareable experiences for consumers. II. There is an opportunity to positively affect the mood states of consumers in order to impact not only their purchase habits within brick and mortar stores, but also their recollection of experiences and reviews of the establishment. III.

There is an opportunity to provide a holistic approach that keeps the consumer at the center of all actions carried out by a brand, through digital engagement, in store experiences, and curated products.

IV.

There is an opportunity to provide a unique and curated censorial experience for consumers, while comfortable and not overwhelming.

There is an opportunity to properly train employees to be educated on not only the products and services available, but also in how to properly engage with each consumer.

VI.

There is an opportunity to provide a luxury level, relatable, personalized, and educational experience for each consumer who steps into the store through services and offerings.

VII. There is an opportunity to ultimately have a strategy that can be applicable across all levels of retail, not limiting to the luxury or affordable luxury level, incorporating collaborations with various brands and market segments VIII. There is an opportunity to provide consumers with multiple touch points through physical and digital portals after each shopping experience.

DESIGN CRITERIA

DESIGN CRITERIA MUST... I.

Provide postable media to share experiences with other consumers.

II.

Bring customers into the store.

III.

Keep the consumer at the center of all services and activities.

IV.

Enhance the physical aspect of a brick and mortar establishment

DESIGN CRITERIA SHOULD... I. II.

Be a personalized experience for each consumer. Involve most, if not all, the human senses.

III.

Harness ethnographic research data based on applicable groups of consumers

IV.

Involve all employees and staff of the brand.

DESIGN CRITERIA WOULD BE NICE.. I. II.

To be educational for consumers. To create a community around the brand.

III.

To provide luxury benefits (ie. beverages or enhancements)

IV.

To collaborate with other brands

CONC 78

EPTS 79

CONCEPT POSITIONING #1 Pop-Up Shop After analyzing the insights formed in the previous section, I ran them through the 5 Eâ&#x20AC;&#x2122;s to get an understanding of what was needed in each and what each insight provided during a retail encounter. I then created a list of concepts, provided to the right. To narrow down the ideas, I plotted them on a 2x2 map in order to understand where each sat, ans which ones would be the most innovative for me to move forward with.

#2 Trade Show #3 Testing Center #4 Case Study Articles #5 Queer Eye Spin Off #6 Consulting Firm #7 Workshop Facilitation #8 Mobile App #9 Social Network #10 Subscription Company #11 Pamphlet #12 Published Book

interactive #7

#1 #3

#9 #8

traditional

innovative

#10 #11

#12 non-interactive 81

A consulting firm that has multiple departments to analyze the various aspects of a store, ranging from service analysis of the employees, the physical environment, the digital presence of the b r a n d , a n d t h e o v e r a l l i m a g e o f t h e s t o r e . T h i s f i r m w o u l d o ff e r various services based on the particular needs of the store and use ethnographic research to best advise the establishments in how to cater to their desired consumer group.

For brands and businesses of all sizes who are looking to improve their presence and grow their consumer base, this company would provide an opportunity for them to understand their consumers and create a community and lifestyle around their brand. Unlike other firms, this firm would be structured in order to cater to the specific needs of the establishment and utilize design management methods to analyze the retail environment. 82

A pop up environment, a blank slate, for brands and retail boutiques to come and test out new ideas, products, and services. It would provide a workshopping environment for brands and through data analysis, provide them with the best choice in moving forward with a particular idea.

For brands and businesses of all sizes who are looking to experiment with new ideas, services, and products, this pop up environment is totally adjustable and customizable. Unlike other pop-up environments, this concept would be there to allow creative freedom, facilitated by the pop-up staff. An in-depth analysis of data collected by consumers would also be done by pop-up staff in order to best advise the brand in how to improve their ideas and move forward. 83

A quarterly publication that has the newest trends in retail, technology, and any related market.

For brands and businesses of all sizes who are looking for a less expensive way to help them improve their brand and grow their consumer base. This publication would offer advice from industry professionals for small businesses to large established retailers. Unlike other publications, this publication would offer create and out of the box ideas for any size brand at any level of luxury and give a brief step by step process, allowing for full creative freedom. 84

While each concept is strong and can stand on itâ&#x20AC;&#x2122;s own, I see a potential for these concepts to be more of a road-map for my company. First, establish the firm and build a reputation, then as an additional service, offer a space for retailers to try out various ideas within a pop-up environment, and lastly, use a quarterly publication to reach a larger audience, that would include case studies and reports of brands that utilized the pop-up space. Both successes and failures would be highlighted within the publication, as well as interviews with industry experts and highlights of trends from around the world.

CONSULTING FIRM

POP-UP SPACE

QUARTERLY PUBLICATION

step 1

step 2

step 3

DUAL OFFERING final choice 85

PROJECT POSITIONING

ZAG! VALUE PROPOSITION BUSINESS MODEL CANVAS SERVICE MAP SWOT SERVICE BLUEPRINT CONCEPT FINANCES 87

PROTOTYPE

ZAG!

Who are we? The idea is to provide brands the opportunity to test, workshop, and improve new and innovative products, services, and offerings in a safe experimental pop-up space.

What do we do? Host those brands or retail organizations that wish to experiment with a new offering and assist them in analyzing the outcome and possible ROI of launching something new or integrating it into their current business.

What is your vision? To transform the way brands and retailers think about innovating and growing their business. By providing a safe space for brands to experiment, they can see how to reach a larger audience, creating even more of a community and lifestyle around their brands.

Who shares your brandscape? Other consulting firms and organizations who assist in understanding consumers and provide workshopping opportunities for brands to experiment.

What wave are we riding? Creating not only brand loyalty, but communities around retail spaces and integrating retailers and brands into consumers lifestyles. 88

What makes you the only? By integrating ethnographic research techniques, we are providing retailers and brands a deeper understanding of their consumers and allowing them to experiment with new and innovative products catered to various market segments. In addition, we provide a blank canvas of a store for brands to test offerings outside of their already established brick and mortar environments.

Who is the enemy? Big box retailers, companies who find it hard to innovate and push their brands to the next level

What should you add/ subtract? ADD - variety of collaborators, digital and physical platform for testing, ethnographic analysis of consumers, space for brands to experiment, a publication to assist brands not in my direct vicinity SUBTRACT - hesitation to innovate and experiment with new offerings, limitations of content

Who loves you? Brands who wish to experiment and innovate their businesses. Consumers who want to test out new products from their favorite brands, businesses who want to integrate their brands into their consumers lifestyle and create communities around their brand. 89

ZAG! CONT.

What do they call you?

TEMPUS

TEMPUS Experimental

How do people engage with you? Contacting us through our website and email address, following us on digital media, and through a quarterly publication about successes, failures, and current retail trends.

Re tail

Explain yourself. An innovative, experimental, and immersive experience

How do they spread the word? Word of mouth, digital media, partnerships and collaborations from influential brands, and a published magazine 90

How do you earn their loyalty? Continued success through providing essential ROI for brands as well as innovative ways to reach and understand consumers. New content and a fresh look at the future of retail.

Whats the experience? Brands get to experiment with new offerings, while reaching newer and larger markets as well as the opportunity to be a part of the quarterly publication. Consumers get to learn about new brands or extensions of their favorite brands through immersive experiences and new and innovative workshops

How do you protect your portfolio? Through maintaining good relationships with brands, working with competitors in co-collaborative settings, and producing the best quality analytical results to help improve and innovate brands and businesses. 91

How do you extend your success? Through a quarterly publication, consisting of case studies, industry professional interviews, and trend articles. In addition, the opportunity to grow into a larger firm, reaching brands and organizations throughout the world.

VALUE PROPOSITION

GAIN CREATORS GAINS

- Publication - Empty space to test - Ethnographic analysis - Digital media assistance

- Innovative new products/ services - Brand extensions - Produce exciting opportunities - Experimentation - Fresh ideas - Understand market - Create exciting environments - Experimenting PAINS - Innovating

PAIN RELIEVERS

- Off brand - Not well known - Product/ service will flop

- Advocacy - Digital media assistance - Advertising assistance - Just a test space

adapted from Osterwalderâ&#x20AC;&#x2122;s Value Proposition

JOBS

PRODUCTS/ SERVICES

- Blank space for creating - Collaborators - Ethnographic data - Assist start-ups

BUSINESS MODEL CANVAS

DESIGNED FOR: TEMPUS

KEY PARTNERS

KEY ACTIVITIES

- boutique retailers - shoppers - branding agencies - design managers - ethnographers - fashion designers - entrepreneurs - trend forecasters - tech professionals

- ethnographic analysis - pup-up organization - digital media assistance - workshopping - publication

KEY RESOURCES

VERSION: 1

VALUE PROPOSITION

CUSTOMER RELATIONSHIPS

CUSTOMER SEGMENTS

For any small boutique brand or retailer who is interested in experimenting with a new offering, to expand their brand, and reach new markets, TEMPUS provides a space to test and workshop ideas and, through ethnographic analysis of consumers, can understand the affect of a new innovation or extension to a brand.

- meetings - post-mortems - workshops - publication - pop-ups

- boutique retailers - fashion brands - cosmetic brands - fashion/ retail bloggers - designers - shoppers

- similar publications - trend forecasters - design managers - design students

CHANNELS - online portal - publication - advertisements - social media

COST STRUCTURE - printing - technology - design - production/ execution

DATE: 11/15/18

REVENUE STREAM - rent - employees

- advertisements - service fees - space - ethnographic analysis

- investors - donations

adapted from Osterwalderâ&#x20AC;&#x2122;s Business Model Canvas

SERVICE MAP In order to help visualize the services provided by TEMPUS, a service map allows stakeholders to understand the core, enabling, and enhancing services. It gives them a physical representation of the benefits of working with us.

E N AB CO RE S

E RV

IC E

LIN G

ENH

SE R

VIC

Merchant Use Space Consumer Use Space Revenue Assistance

Tech Provided (POS, etc.)

Ethnographic Analysis

Maximum Exposure

Workshop Opportunities

C IN

VI C

Publication of Case Studies and Trend Articles

Digital Media Assistance

SWOT STRENGTHS

WEAKNESSES

- Relevant to retail trends currently in the market - Provides in-depth understanding of markets through ethnographic analysis - Provides testing space so brands donâ&#x20AC;&#x2122;t have to fully commit to new ideas - Co-collaboration with other professionals - Reaches larger audiences with the publication

- Trialability - Unknown to brands - Only provides experimental opportunities for local brands - Limited consumer markets - Not the exact layout/ aesthetic of brands who participate

OPPORTUNITIES

THREATS

- Cross-industry information provided through experimentation and publication - Potential to grow outside local area (create consulting firm in multiple cities) - Big name co-collaborators - Spearhead new retail technology/ trends

- Lack of enthusiasm from brands - Lack of brands interested - E-commerce - Big box retail - Fast fashion

USER ACTION

SERVICE BLUEPRINT Seeing Ads/ Marketing

Consulting w/ business partners

Contact TEMPUS for meeting

Initial Consultation

Workshop Period 1

In Progress Meeting

Workshop Period 2

FRONTSTAGE

LINE OF INTERACTION

Website, Publication, Word of Mouth

TEMPUS team meets with client

Agreed upon workshop is carried out

Client meets with TEMPUS to discuss workshop progress

Branding, Publication, Social Media

TEMPUS team has done research on brand

TEMPUS team conducts ethnographic analysis during workshop

TEMPUS has ethnographic data analyzed and visualized

Any necessary tech for workshop (monitors, POS, etc.

Computers and Visualization tools

BACKSTAGE

LINE OF VISIBILITY

SUPPORT PROCESS

LINE OF INTERNAL INTERACTION

PAIN POINTS

Social Media, Publisher

Not all individuals have access to social media Not all individuals have access to publication IT support may malfunction

Phone, Email, Social Media

Not all individuals have access to TEMPUS location

Tech malfunctions

Client may not have time to meet

Any edits to workshop are made

End Workshop

TEMPUS in store

TEMPUS visits store to conduct additional ethnographic research

Post Mortem

Booklets from TEMPUS

Meet with Client to review workshop and discuss results

TEMPUS provides client with 5 booklets of data

TEMPUS finalizes, analyzes, and visualizes data

TEMPUS has ethnographic data analyzed and visualized

Booklets printed

Computers and Visualization tools

Client may not purchase service

Post Pop-up

Client reviews TEMPUS and may subscribe to publication, and implement new service or product

Client may not have time to meet

In order to help visualize the service process and interaction a client would have with TEMPUS, a service blueprint details the step by step experience, including what happens “onstage” and “backstage”, and any technical support. It also includes any possible pain points a client would encounter. This blueprint is not an exact description of each interaction, but is a guideline on how all client interactions SHOULD go.

CONCEPT

TEMPUS E x p e r i m e n ta l

R e ta i l

TEMPUS is an experimental retail permanent pup-up establishment that utilizes ethnographic research methods to assist brands in testing new services, products or ideas. It is meant to be an innovative and experimental space, encouraging brands to be the most out of the box they can be. We also assist in smaller measures, testing new products in the market and assisting in growing a businesses customer base. Through a combination of digital media and physical guerrilla marketing, we work to get as many individuals into the pop-up as possible. During the pop-ups, we utilize ethnographic research techniques and deliver synthesized results to our clients. Each client leaves with a finished and bound summary of their experience with us, as well as advice on next steps in five distinct areas: Employee Training, Products & Services, Visuals & Interiors, Mood, and Digital Footprint. Our mission is to take what we know as traditional retail and flip it on its head. We want to be the leading organization to help retail businesses innovate, create, and grow.

100

At the end of each pop-up, clients will receive five booklets detailing the data and results. Each book with contain the distinct information on Employee Training, Interiors & Visuals, Products & Services, Mood, and Digital Footprint.

101

FINANCES Pricing of services would be based on size and scope of the project. There would be a choice between three packages, but each retailer or business would have a designated price based on their intention. The packages would include the following...

- Use of the Pop- Up Space to workshop ideas - Use of any tech provided by TEMPUS - Ethnographic analysis of workshop - Three consultations with TEMPUS team - Five booklets containing research and data results and synthesis

102

RENT Period

Area

Jan. 1 - Dec. 31, 2019

3,100

Unit Price (USD/sqft/year) 16.5

Duration (month)

Total cost (USD) 51,150

SALARY Period

Unit Price (USD/year)

Quantity

Duration (month)

Total cost (USD)

Jan. 1 - Dec. 31, 2019

75,000

375,000

Jan. 1 - Dec. 31, 2019

40,000

80,000 455,000

EQUIPMENT / OTHER Unit Price (USD/year)

Quantity

Total cost (USD)

iPad

75,000

1,100

Laptops

1,900

13,300

Conference Table

980

Chairs

138

1,656

Paintings

680

3,400

Plants

500

Mirrors

400

Couches

1,200

2,400

Lamps

400

Chairs

900

4,500

Shelves

120

2,400

Art

Furniture

31,036

MARKETING/ PUBLICATION Unit Price (USD/year)

Duration (month)

Total cost (USD)

Advertising

15,00

180,000

Publication

25,000

100,000

Types

280,000

817,186 103

TEMPUS Expenditure Analysis 1/1/2019 - 12/31/2019

Types

PROTOTYPE

As part of the final concept of TEMPUS, we would publish a quarterly magazine that contained case studies of businesses that utilized our workshop/ pop-up space, interviews with industry professionals, articles about cross-industry trends, and any relevant or interesting information pertaining to retail or business. Any business who utilized our pop-up service and had their case study published would get one copy of it complimentary, as a good faith service for choosing our company.

104

105

CASE STUDY INTRODUCTION The Rat on Bull is a new menâ&#x20AC;&#x2122;s apparel, apothecary, and atelier located in Savannah, GA. They carry products for the modern gentleman, as well as accessories and a small capsule collection for women. The store carries brands that stress high quality and low quantity in their products and designs. Many of the products are one of a kind and have a unique artisan touch to them. To support the Savannah artist community, many of their products and accessories are locally and artisan made, stressing the importance of buying local. All of their products in the apothecary are ethically sourced and most are organic. The store holds workshops, trunk shows, art exhibits, and other events to bring people into the store.

PROBLEM While The Rat on Bull has successfully begun to build its consumer base and continues to innovate their ideas and product offerings, the owners came to TEMPUS to explore more options for them the further engage their consumers and have them become part of the brand. They wish to create a community that can grow and assist them in building the new up and coming district of Savannah.

OPPORTUNITY The owners of The Rat on Bull have taken advantage of social media, utilizing their digital footprint to reach out to consumers. Through an integrated plan, they have seamlessly woven their brand into the lives of their consumers. However, there is an opportunity to utilize a new physical interaction or activity to engage consumers and have them begin to create a larger community around the brand.

CONCEPT At our first meeting with the owners of The Rat on Bull, we discovered that they were open to testing a number of different ideas with us and were open to suggestions and new innovative ways of engaging consumers from our standpoint. They came in with a few concepts already, and through our conversation, we developed a few more. We then began to research which of the concepts would have the best ROI for our client. Through consumer interviews, a digital survey conducted online and via Instagram, and an interactive cultural probe, we narrowed it down to three concepts. Meeting with owners again, we continued our discussion of which concepts we believed would have the most participants and ultimately deliver a larger ROI. It was decided that we would test our all three of the final concepts and see which, if not all, could be implemented within the storeâ&#x20AC;&#x2122;s strategy. CONCEPT 1 - Shared Workspace In this concept, we tested out the idea that The Rat on Bull would be a shared workspace, converting their back room and front seating area into workable space for the community. Anyone was welcome to come in and work, using the internet if required. The back room contained a small fridge available for customers to use. In addition, groups were able to schedule meetings within the workspace. The capacity of the workspace would be limited to six individuals in the back, and two in the front, to diminish the chance for any loud or disruptive interactions. This concept would not only get more people walking in and out of the store, increasing their chances of purchasing something each time, but it would continuously build a community around The Rat, integrating it into the local community even more. CONCEPT 2 - Riddle Me This/ Tuesday Trivia What better way to engage the community and entice consumers to come into the store and figure out a riddle or answer a trivia question. With this concept, the store would post, in their physical environment and publicized on social media, a riddle or trivia question each week. The first person to come into the store and solve it would gain a designated amount of points. The individual could then use that amount as a discount or continue to accrue points and use the points towards a larger discount at the end of the month. Again, with The Rat on Bull already having a solid following on social media, this would help to bring people into the store. There would also be a prize for second and third place on the riddle/ trivia question as well, allowing for more opportunities for engagement.

106

CONCEPT CONCEPT 3 - Shoppers Choice The Rat on Bull has established a firm and solid digital footprint. Every day they post stories and legacy posts to their Instagram, events on their pages, and continuously engage their consumers. Many customers have walked into the store, only after they had began to follow them on Instagram. This provided us with an opportunity to utilize their followers in understanding what they want to see int he store. Using the Instagram polls, the store would post two images (not necessarily of specific products, but not excluding them either) and followers would get to choose which one they prefer more. Ultimately, this would boil down and help the owners cater some of their products to their consumer base. While the store is known to have unique and special pieces, this allows them to be able to provide desired items from their favorite brands in store and ultimately boost their revenue stream.

FINDINGS CONCEPT 1 - Shared Workspace Many individuals enjoyed this concept and idea. It provided a space for the community to meet and work, without feeling like a crowded and noisy coffee shop, much like a WeWork space. During the testing time, we filled the pop up with products from the store, and most of the time, individuals ended up purchasing a small item, like a soap, or small accessory. This concept was successful in terms of creating a community around the brand. It encouraged more foot traffic within the store, and observed connections and networks formed throughout the pop up period. There were some concern about staffing and security that would need to be figured out by The Rat on Bull within their own building, but as a whole, this concept proved to be a great and inexpensive way of bringing more foot traffic and a larger ROI into the store. CONCEPT 2 - Riddle Me This/ Tuesday Trivia This concept, too, was a success for our pop-up trial. Through constant digital engagement, we encouraged consumers to come into the store and build up a connection with the brand and allowing them to earn something for it. Many consumers commented on how they would wait for the trivia question or riddle to solve. It became part of their routine each week and for those who were of a more competitive nature, sparked their interest as well. There were some comments and concerns about accessibility for those who did not have social media and for those who could not make it into the store in a particular day. However, it did also encourage foot traffic into the store and engaged the customers on another level. CONCEPT 3 - Shoppers Choice This concept proved to be a huge success with The Rat on Bullâ&#x20AC;&#x2122;s customers. They felt engaged and their voices heard about what sorts of things they would like to see in a store here in Savannah. The feedback provided us with a plethora of information as to the types of products and styles the store could potentially carry, without losing a sense of their brand. It engaged consumers, helped cater products, and ultimately showed the potential to boost revenue. Within the short amount of time, the Instagram polls already provided The Rat on Bull with a great deal of information and will continue to as they spread out their posts over the seasons.

CONCLUSION At the end of our work with The Rat on Bull, we sat down and had a postmortem. We discussed all the possibilities and findings from each of the three concepts. In addition, they selected us to go in and do a full analysis of their store under our five categories: Employee Training, Visuals & Interiors, Products & Services, Mood, and Digital Footprint. Ultimately, the decision was left up to The Rat on Bull on which concept, if any, to proceed forward with. Through our ethnographic analysis and workshopping, the owners concluded their time with us extremely pleased and excited for their next adventure.

107

uxury isn’t what it used to be. Luxury brands and products are having to evolve

with today’s changing social community. No longer can they simply rely on tradition and heritage of their brand to stay afloat. While these are core values of what make up what is considered a “Luxury” brand, they must also be able to cater to newer consumers. In the traditional sense of the word in retail, luxury referred to the quality of fabrics and the way in which garments were made. The luxury level of products we see in the market today are the descendants of the garments royalty wore in order to publicize their status and wealth. However, with the middle class rapidly increasing and the access many individuals have to luxe products, there has become a new luxury. Consumers are more and more willing to splurge. This comes from the psyche that certain materials or brands will help to elevate your status. The feeling we get from them affects how we perceive ourselves and how we want others to perceive us. There is a delicate line that luxury brands must tip toe in today’s world - that of creating exclusivity while still being accessible to most consumers. Many have done this by expanding their brands from one offering to multiple. Luxury brands have evolved and grown from simply making clothes to entering into cosmetics, accessories, fragrances, and skin care. They have adapted to the changing market and make their products accordingly. Other brands have taken to creating capsule collections, or accessories that are quintessentially them, but accessible to the mass markets. 108

Burberry does this by using classic style to maintain their image, while creating new fashion forward clothing. Consumers range from Queen Elizabeth II to Kate Moss, both sporting the same classic trench. Today’s consumers use consumption to assert who they re socially, psychically, and culturally. In order to stay afloat, brands must be able to understand and know what their consumers want before they do. Timing and ego are everything when it comes to luxury goods and commodities. While retail therapy is not a new phenomenon, it is a new term. Consumers want a particular emotional connection with their products, but equally important is the experience surrounding their chase - “the sensory experience of entering a store and being surrounded by light, color, texture and sound.” “A shoppers first impression is of the utmost importance.” The consumer’s experience is crucial to the success of a brand and its ability to retain its customers. Each experience must be new, but feel comfortable. Customer service is at the heart of the retail and shopping experience. 109

ANNOTATED BIBLIOGRAPHY

Anteblian, B., Filser, M., & Roederer, C. (2013). Consumption experience in retail environments: A literature review, Recherche et Applications en Marketing, 28(3), 82-109, DOI: 10.1177/2051570713505471

The authors research and discuss the various forms of consumer participation within experiences in retail environments and discover the importance of a co-created experience with interpersonal relationships and staff contact. By understanding such important aspects, I will be able to provide greater insights in how to construct a lasting consumer experience.

Brun, A. & Castelli, C. (2013) The nature of luxury: a consumer perspective. Retail & Distribution Management, 41, 823-884.

Brun & Castelli compile reports and research results to give an accurate idea of what is included under the term luxury. By having a solid definition and understand of what is considered a luxury commodity, my study will have solid parameters and limitations.

Buchanan, R. (1992). Wicked Problems in Design Thinking. Design Issues, 8(2), 5-21, http://www.jstor.org/stable/1511637

Buchanan discusses the history of design, how it has evolved through history and how, as it continues to grow, presents issues in the fact that due to its rapid growth and fragmentation, the connection among designers has become progressively narrow. In order to pursue my study and understand why DMGT and itâ&#x20AC;&#x2122;s methods are important, I must first understand and be fully aware of the issues this field faces.

Ebster, C. & Garaus, M. (2011). Store Design and Visual Merchandising: Creating Store Space The Encourages Buying. New York, NY: Business Expert Press, LLC.

The book breaks down the science, both in practicality and through the consumer psychology, behind store design and visual merchandising within a retail environment in order to increase customer satisfaction and sales. Once I have a clear and grounded understanding of how environments shape customer experience, I can then take my study to innovate a new way to deliver a customer experience.

Gardner, M. P. (1985). Mood States and Consumer Behavior: A Critical Review. Journal of Consumer Research. 12(3), 281-300

Gardner examines how the mediating role of mood states and their importance can potentially influence consumer behavior, specifically within service encounters, point-of-purchase stimuli-and communications. My study can use this information to further understand the consumer psyche within a retail environments and understand how mood plays a key role in consumer relations.

Godey, B. et al. (2013). A cross-cultural exploratory content analysis of the perception of luxury. Journall of Product & Brand Management, 22(3), 229-237

Godey researches how luxury and luxury brands are perceived across an international sampling of young people and discovers how companies seek to improve their image among them. Through understanding the perception of particular brands within the luxury market, I will be able to have a better understanding of how to deliver a solution that is focused on the new luxury consumer market

Husic, M. & Cicic, M. (2009). Luxury consumption factors. Journal of Fashion marketing and Management, 13(2), 231-245.

This study seeks to analyze the luxury market in order to determine how consumers perceive brands and why they choose to purchase particular brands. In order to solidly say immersive retail experiences are beneficial within the affordable luxury retail market, I must first understand why consumers choose particular brands and understand there is not an average luxury consumer.

Kimbell, L. (2011). Rethinking Design Thinking: Part I. Design and Culture, 3(3), 285-306

Kimbell reviews the origins of design thinking with research on designers and educators and managers, and then challenges several aspects of it in order flush out the issues and to redefine design thinking. By understanding the flaws within design thinking, I can proceed in this study to understand the obstacles I face in applying DMGT and its methods to my project.

Kumar, V. (2012). 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization. Hoboken, NJ: John Wiley & Sons, Inc.

By approaching the practice of design and innovation as a scientific process rather than an art, Kumar assists designers in building a toolbox for their lives to better understand the contextual needs of their consumers. By practicing, reviewing, and mastering some of these tools, my research process for this project will be smooth and cohesive, tying each step into the other.

Latour, B. (1994) â&#x20AC;&#x153;On Technical Mediation - Philosophy, Sociology, Genealogyâ&#x20AC;? Common Knowledge. 3(2), 29-65

Latour speaks of the agency objects have over another and the relationship to one another, as well as how we use objects to achieve goals. Through the application of this concept, we can see how a physical space and its contents can affect the way we feel and act and use it to determine an outcome.

Luo Wang, Bin Shen & Xiaogang Liu (2017). The Value of Design Collaboration in the Fashion Business: A Literature Review, The Design Journal, 20(6), 795-820, DOI: 10.1080/14606925.2017.1370667

Though collaboration and within design and business, mainly through the practice of design management, the article examines the benefits of collaboration within the fashion industry. Through understanding that even in the fashion industry, collaboration is key, my study can focus on creating a collaborative systems approach to delivering an experience for consumers.

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Oygur, I. & Blossom, N. (2010) Design and the User Experience: The Turkish Context. Design Issues, 26(4), 72-84.

By examining eight products within the Turkish market, the authors analyze the importance of user-centered research and how it applies to design research and the design process in order to deliver a better suited product. By understanding the basics of user-centered research, my study will be able to dive into what the consumer needs, and ultimately have an understanding as to why immersive experiences are needed within retail.

Pantano, E. & Maria, G. (2012) Innovation in Retail Process: From Consumers’ Experience to Immersive Store Design. Journal or Technological Management & Innovation. 7(3), 194-206.

In examining how customer’s react, the authors discover that through developing immersive technologies and implementing them into the store design, consumers’ overall experience shifts to a more positive one. The authors provide my study with current proof that immersive experiences within stores lead by technology can help innovate the world of retail.

Payton, C. C. (2011). Retail Design: Changing the Human Experience. Unpublished Masters of Fine Arts Thesis. Savannah College of Art and Design.

Designing an experiential retail environment is just as important to retailers as the products being sold or showcased due to the direct impact upon sales. This SCAD thesis examines how experience design utilizes improved technology in order to deliver immersive retail experiences within fashion retail markets.

Razzouk, R., & V. S. (2012). What Is Design Thinking and Why Is It Important?. Review of Educational Research, 82(3), 330-348, DOI: 10.3102/0034654312457429

The authors’ dive in to summarize and synthesize the research on what design thinking is in order to understand it and explain its benefits in not only design, but in other fields when it comes to creative problem solving and knowing how to deal with difficult situations. With a full understanding of design thinking, it can help get into a mental space of re-framing complex issues, or simply re-framing a problem to help lead to a solution.

Rogers, E. M. (2005). Diffusion of Innovations. New York: Free Press.

Rogers speaks to not only the design development process but also the rate of adoption among users. Through understanding both process and adoption rates, as well as other key learnings, we can understand the obstacles and challenges we face in immersion and adoption of a solution by the users.

Schlosser, A. E. (1998). Applying the Functional Theory of Attitudes to Understanding the Influence of Store Atmosphere on Store Inferences, 7(4), 345-369, http://www.jstor.org/stable/1480356

Through two experiments, Schlosser analyzes how a store atmosphere influenced, or did not influence, the perception of two different types of products, social identity products and utilitarian products. By understanding how particular products influence consumer behavior based on there social status perception, this article provides my study with a look into the psychological aspects of consumers and allows me the possibility to affect perceptions.

Swinyard, W. R. (1993). The Effects of Mood, Involvement, and Quality of Store Experience on Shopping Intentions. Journal of Consumer Research, 20(2), 271-280, http://www.jstor.org/stable/2489274

Swinyard examines how customer mood involvement within the shopping experience affects shopping intentions and dives into understanding how store experience can shape the outcome of a consumer. This paper provides my study with more proof and research into how a physical space can affect not only mood but intent to purchase.

Thompson, D. (2017). What’s Causing the Retail Meltdown of 2017? CityLab. Retrieved from citylab.com

The article provides three main reasons for the decline or meltdown within the retail environment and details each main point. This provides my study was a base for research and understanding what the challenge is in today’s retail market.

Uden, L. & Francis, J. (2009). Actor-Network Theory for Service Innovation. International Journal of Actor-Network Theory and Technological Innovation. 1(1), 24-44.

The authors write and discuss about the lack of understanding of the science behind the design and operations of service systems within an organization, and try to use ANT as a lens to study the development and adoption of service innovations. Through their findings, we can understand how a system can be developed and implemented within a retail setting in order to yield the best possible outcome.

Yaneva, A. (2009). Making the Social Hold: Towards an Actor-Network Theory of Design. Design and Culture. 1(3), 273-288.

Yaneva argues the design, particularly within a physical space, shapes, conditions, facilitates, and makes possible everyday sociality. Taking into account her view and understanding of how design influences the social, we can use this to assist in designing a space or experience that creates a more harmonious social connection between consumers and their surroundings.

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APPENDIX

Results from quantitative data questions from the online survey.

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APPENDIX

contd...

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